Helpful article for an attitude adjustment on assuming capitalism will continue to work, as it used to work. Consider,

"What would happen if humans lost 50% of all the jobs in the world to robots? This question was originally answered on Quora by Glenn Luk.

From this article:

"We have created massive wealth, enough to go around many times over — and now we need to learn how to share this bounty in a fair and equitable way that also creates the right incentives for wealth creators to continue pushing forward into the frontier."

Deb Nystrom, REVELN's insight:

Are we preparing for how our economy and way of life will need to change?

Emotional intelligence is a skill set. It can be developed through attention and practice. In doing so, you set yourself and others up for greater success in your joint endeavours, be they work projects, family life or as a teacher the learning of the students you work with each day.

Brooks says it’s especially important for “less fortunate” students because “the choice explosion has contributed to widening inequality.” On top of that, he justifies it by (mis)using important research.

Deb Nystrom, REVELN's insight:

David Brooks has nailed recent issues regarding the rise of Trump in the political system. The writer of this series on David Brook's misfires and misuse of research opens our eyes to the systemic anti-poverty resources that actually work.

If you are trying to move ahead of your competition, try shifting into reverse with your mentoring.

___________________

Their insights might even be shocking, and....could lead to powerful breakthroughs.

___________________

…the next time you hire an intern, make a concerted effort to listen to and learn from them. Yep, learning can be a two-way street even with interns. … Their insights might even be shocking, and if we can keep our egos in check, they could lead to powerful breakthroughs.

The music industry is on the leading edge of showing how reverse mentoring and young/old collaborations can not only work but JAM! A past Grammy Awards show was a stellar example. Robert Plant (from Led Zeppelin) and Alison Krauss lead the evening with five awards. We also saw cross-generational performances by Stevie Wonder and The Jonas Brothers, Al Green and Justin Timberlake and Sir Paul McCartney and drummer, Dave Grohl.

Consider these success factors to reverse mentoring as well as traditional mentoring relationships:

Create and maintain an attitude of openness to the experience.Dissolve the barriers of status, power and position.Commit the necessary time.Have a game plan and goal.Define rules of engagement.Actively listen.Be patient.

Deb Nystrom, REVELN's insight:

The music industry example, and keeping our egos in check are great ones for reverse mentoring. To that I'd add:

Futurist, Bob Johansen discusses how we, as adults, now learn new skills from our kids, who are digital natives, defined as those under the age of 13. He and others describe this as “reverse mentoring.”

At conferences, Johansen has shown video clips of pre-language babies finding their way around an iPad, then showing confusion and frustration when they are handed a traditional magazine. ~ D

"Scientists are not only far from a comprehensive explanation of how the brain works, they can't even agree on the best way to study it. So it's not surprising that myths and misinformation continue to persist. Why do we continue to buy into these falsehoods?"

Myth: You are either right- or left-brained dominant.

"In reality, we are all whole-brain users." said Shelton. "But this myth helps people define their differences, similar to calling someone male or female. So if you define yourself as right-brained, it immediately connects you with a set of predetermined qualities."

Other debunked myths in this useful piece:

Myth: You only use 10 percent of your brain.

Myth: Alcohol kills brain cells.

Myth: Brain damage is permanent.

Myth: Your IQ is a fixed number.

As always in our ScoopIt news, click on the photo or title to see the full Scooped post.

Brain sapping beliefs persist and drain productivity and performance in business and in overall learning. Check the job descriptions in your organization for words like "must be able to multi-task" and must "manage multiple projects simultaneously."

Check manufacturing employee schedules for overloaded work-days such 12 hour days 7 days a week. It's happening in businesses making record profits and NOT hiring temp staff to even out the work load.

At least this good article brings us up to date on brain science. We have a long way to go. ~ Deb

So many webinars do NOT follow this handy SPLAT acronym. Q & A, by "raising your hand" is not the same as "talking is learning." We have a long ways to go to enable full conversation in webinars. The current stay is still MUCH more lecture based. ~ Deb

I consider myself to be an "experienced" educator -- that means I've spent many years in the classroom and I'm "old." But I've never stopped trying to learn more and to be reflective about what I am doing so that I can improve how I help students learn.

The five ingredients listed in this blog post are fairly "spot on" in my opinion and my experience. I would have enjoyed a post like this when I first started my teaching career. I'm not sure if I would have fully understood all of this initially -- but it would have made it much easier to learn this in the trenches.

Share this with all of your teaching colleagues -- "experienced" and "new" to the profession...

The digital mutation is also profoundly disrupting how knowledge is acquired, organized and shared. Knowledge is an intangible, yet strategic asset of any enterprise. With businesses becoming more virtual and dematerialized, its value is patently and rapidly growing.

What do we do? From cognizant to savvy via social curation

The new knowledge sharing paradigm in the enterprise is real-time information, in an open world, with pervasive expertise.

It increases the performance of each individual, by means of personal education; it is the most effective way to develop the enterprise human capital

It increases the performance of each group within the enterprise, by means of collaboration; and also through better understanding of each other, by better synchronization of knowledge throughout the enterprise

It increases the global business intelligence of the enterprise, by means of better monitoring and better filtering of real-time web content

It increases the amount of relevant content available to the enterprise content strategy. Indeed, qualified knowledge is quality content and can be redistributed externally to demonstrate thought leadership, feed a community and an audience. And every enterprise needs lot of it.

It helps detect, develop and reward internal thought leaders

It helps nurture brand advocates

... it does not cost much resource, since everyone in the enterprise is already an expert who discovers, reads, analyzes, filters lots of content… it is just a matter of adding this effort to capture and share the best of it!

Sharing of third party content in the enterprise:

Educates employees for 96%

Makes organization more efficient for 87%

Helps convince teammates for 69%

Helps convince clients for 84%

Deb Nystrom, REVELN's insight:

Is this knowledge management ramped up with curation tools? Sharing with the Knowledge Management Institute to get their perspective. ~ Deb

New Media Consortium (NMC) and EDUCAUSE Learning Initiative (ELI) recently released the NMC Horizon Report > 2014 Higher Education Edition. It's part of an ongoing research project designed to identify and describe emerging technologies likely to have an impact on learning, teaching, and creative inquiry in education.

Fast Trends: Driving changes in higher education over the next one to two years

Growing Ubiquity of Social Media

Integration of Online, Hybrid, and Collaborative Learning

Mid-Range Trends: Driving changes in higher education within three to five years

Rise of Data-Driven Learning and Assessment

Shift from Students as Consumers to Students as Creators

Long-Range Trends: Driving changes in higher education in five or more years

Agile Approaches to Change There is a growing consensus....that institutional leadership and curricula could benefit from agile startup models.

Evolution of Online LearningProgress in learning analytics, adaptive learning, and a combination of cutting-edge asynchronous and synchronous tools will continue to advance the state of online learning... though many of these are still the subjects of experiments and research.

Deb Nystrom, REVELN's insight:

Trend watching! This is useful for any type of forecasting for higher education, with implications for anyone involved in learning and technology. ~ D

5. Scribble and doodleYou might achieve higher-level thinking if you make like a grade-schooler and scribble away.

Related tools & posts by Deb:

Stay in touch with Best of the Best news, taken from Deb's NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here,via REVELN Tools.

From Prosci's Best Practices Benchmarking report - "The data is clear - organizations that are planning and resourcing for reinforcement are more likely to meet or exceed project objectives than organizations that neglect this critical step in the change process."

____________________

Only 44% reported that resources were allocated to reinforcement and sustainment activities

____________________

Participants in the 2013 benchmarking study were asked if reinforcement and sustainment activities were planned for as part of their projects. Sixty-one percent of participants planned for these activities.

Participants were also asked if project resources were allocated to the reinforcement and sustainment activities. Only 44% reported that resources were allocated to this effort.

Participants who allocated resources to reinforcement and sustainment activities reported greater success rates on their projects. [Data collected] shows that 60% of participants who allocated resources to reinforcement and sustainment activities met or exceeded project objectives, compared to 53% of those who did not allocate resources to reinforcement.

...reinforcement can be difficult because once a change is finished, we are often already moving on to the next change. It takes concerted effort and time to make sure a change "sticks" - and given the scarce resources and change saturation that many organizations face, reinforcement efforts can often fall short.

We see this scenario playing out in the data. A little more than half of organizations are planning for reinforcement and sustainment activities, but fewer than half are dedicating resources to this effort.

The data is clear - organizations that are planning and resourcing for reinforcement are more likely to meet or exceed project objectives than organizations that neglect this critical step in the change process.

Deb Nystrom, REVELN's insight:

When planning resources for a change project, it's important to include resources to sustain the change, which is often overlooked and then becomes a part of the ubiquitous change project 70% failure rate.

The race is not over when reaching the early finish line of a change project's objectives. There is a second leg of the race, a marathon finish line that is the more important for a change to truly be fully implemented: funding sustainment and reinforcing the change as real, "yes this is a permanent" change.

Helping people with reinforcing systems in the new behaviors is essential. Remember the classic William Bridges model starting with endings and then the neutral zone. Continue to provide a solid foundation for new beginnings to fully take root.

Put another way, make sure you make it to the real finish line, with behavioral results and other people connected measures, not just the one on a project plan or in an administrators report. ~ D

The race is not over when reaching the early finish line of a change project's objectives. The second leg of the race, is a marathon finish line that is the more important for a change to truly be fully implemented: funding sustainment and reinforcing the change as real, "yes this is a permanent" change.

Including resources to sustain change is often overlooked in change projects, and can becomes a part of the ubiquitous change project 70% failure rate.

Helping people with reinforcing systems in the new behaviors is essential. Remember the classic William Bridges model starting with endings and then the neutral zone. Continue to provide a solid foundation for new beginnings to fully take root.

Put another way, make sure you make it to the real finish line, with behavioral results and other people connected measures, not just the one on a project plan or in an administrators report. ~ D

ADDIE stands for Analyze, Design, Develop, Implement, and Evaluate. Of course, we are using DADDIE now, having added Define to the beginning of each project. No ADDIE isn't dead. But it is evolving.

__________________

ADDIE should be considered circular.

...This enables ADDIE to be more Agile.__________________

And that's why the Agile method is so appealing. It seems everywhere we go these days, a major aspect of a project is speed. How fast can it be built and rolled out? In our frantic world, this is likely true no matter which industry you are in.

The speed in which we can effectively perform this with ADDIE will always be a factor.

....Imagine a scenario where we keep addressing critical needs until there aren't any. Wow, that would be performance improvement in an organization.

In the early 2000s, the death of ADDIE was also talked about. It was too slow (where you get there, there isn't there anymore), too linear, too rigid, too linear. Yet comments from others also defend ADDIE as a successful tool, where it's all in skills and context of those who use it well.

It may also be what is old is new again. Don Clark, a prolific Instructional System Design writer comments that "the U.S. Armed forces have been using ADDIE quite successfully since the end of the Viet Nam war to train their people to operate in very complex environments." He mentions that ADDIE has changed.

It is facile to blame the model, any model. Instead, stepping back to see how a model has been adapted is what can make a difference now. ~ D

This piece calls into questions connectivism as a shiny new theory toy, vs. prevailing knowledge about learning through the lense of constructivism. For theorist examples, look to the learning perspectives of Maria Montessori, John Dewey and David Kolb. Constructivism defined also has roots in art and architecture, of Russian heritage.

Via the Talent & Performance Developmentcuration stream, I was able to give name to constructivism as my preferred lense, reference experiential learning, action research, productive tension in learning. Via Wikipedia, the definition includes, "a perspective in education, is based on experiential learning through real life experience to construct and conditionalize knowledge." ~ D

So, to come back to the original question: can technology replace teachers? The short answer: not quite. While the need may differ between adult and children learners, I think everyone can benefit from the right mix of teacher and technology. What that right mix is will differ for each individual student, depending upon their learning style.

How to make it clear, satisfying, concrete, and real - including Jane Elliot's Famous Experiment and the impact it still has today in the third point, #3. It's worth a re-read every so often to remember.

1) Make it clear

When I was a journalist, [I used] the inverted pyramid structure....the upper part …. represents the most important facts, ….and the lower part ...represents additional information …in order of diminishing importance. The pyramid [has] three sections: the “lead”, “body”, and “tail." ...frame your...“lead” around a problem to be solved or an enquiry to be investigated... [C]oncentrate on writing questions... [W]rite a “big question” which forms the basis for the lesson.

2) Make it satisfying

…Once I’ve opened a gap in my knowledge I must fill it; once a problem has been brought to my attention, I must solve it. This explains why I watched Disaster Movie through to the bitter end. Piquing curiosity … is also key to effective teaching. ….start by highlighting the knowledge they are missing. Another technique is to start a lesson by asking students to make a prediction.

3) Make it concrete [The Experiment]

…ensure your ideas “stick” by making them tangible. ...Take, for example, Jane Elliott’s famous “blue-eyed/brown-eyed” experiment with third grade students the day after Martin Luther King had been assassinated in 1968.

....Most of Elliott’s students were, like her, born and raised in a small town in Iowa, and were not normally exposed to Black people. ....she divided the class into the brown-eyed and the blue-eyed children. She said the blue-eyed children were the superior group, provided brown fabric collars and asked the blue-eyed students to wrap them around the necks of their brown-eyed peers as a method of easily identifying the minority group. She gave the blue-eyed children extra privileges, such as second helpings at lunch, access to the new jungle gym, and five extra minutes at recess.

….eventually those who were deemed “superior” became arrogant, bossy and otherwise unpleasant to their “inferior” classmates. Their grades also improved, doing mathematical and reading tasks that had seemed outside their ability before. The “inferior” classmates also transformed into timid and subservient children who even during recess isolated themselves, including those who had previously been dominant in the class. These children’s academic performance suffered, even with tasks that had been simple before.

Once she had concluded the experiment, she asked the children to reflect by writing down what they had learned and it became clear that her students had come to deeply understand racism because Elliot had made it feel real, she had grounded an abstract concept in sensory reality and thus engaged her students’ emotions.

(DN: See my comment below for a link to the impact of this experiment decades later on the children who were in the original class.)

4) Make it real

...Metaphor is good at making ideas stick because it brings ideas to life, it draws connections between new knowledge and existing knowledge. For example, if you are trying to describe how electricity flows through a material, you’ll need to explain the structure of atoms. You might first use a metaphor which describes atoms as “nature’s building blocks” to help your students understand an atom’s function.

As always in REVELN ScoopIt news, click on the photo to see the full post.

Stay in touch with the monthly Best of the Best news, taken from Deb's 9 multi-gold award winning curation streams. Preview it here, via REVELN Tools.

Are you local to SE Michigan? Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.

Deb Nystrom, REVELN's insight:

The standout here is the controversial and visceral story of Jane Elliot's controversial blue-eye, brown-eyed experiment. A paper that described the lasting effects of this experience is here, quoting the students in the original classroom some 40+ years later. So as for concrete (and real) we have Ray Hansen,

…now 43 and an attorney in Rochester, Minnesota, says that because of Jane, “I go out of my way to offer a kind word to people of color. I don’t think I would do that if not for Jane. What Jane taught is woven into the fabric of my being. You cannot underestimate the impact that such an experience has had on us.

I don’t know how anyone who went through the experience can say that they have not been changed. Jane must get the credit she deserves for making the world a better place, and making us better human beings.”

"The controversial thinker who predicted the 2008 financial crisis hates bankers, academics and journalists. Carole Cadwalladr took the risk of meeting him."

"The controversial thinker who predicted the 2008 financial crisis hates bankers, academics and journalists. Carole Cadwalladr took the risk of meeting him."

In The Black Swan he argued that modernity is too complex to understand, and "Black Swan" events – hitherto unknown and unpredicted shocks – will always occur.

What's more, because of the complexity of the system, if one bank went down, they all would. The book sold 3m copies.

Antifragile, the follow-up, is his most important work so far, he says. It takes the central idea of The Black Swan and expands it to encompass almost every other aspect of life, from the 19th century rise of the nation state to what to eat for breakfast (fresh air, as a general rule).

I'd been expecting a popular science-style read, a Freakonomics or a Nudge. And then I realised it's actually a philosophical treatise.

"Exactly!" says Taleb. Once you get over the idea that you're reading some sort of popular economics book and realise that it's basically Nassim Taleb's Rules for Life, ...it's actually .....something like a chivalric code d'honneur for the 21st century. Modern life is akin to a chronic stress injury, he says. And the way to combat it is to embrace randomness in all its forms: live true to your principles, don't sell your soul and watch out for the carbohydrates.

Some of the gems of this journalistic piece:

"Experience is devoid of the cherry-picking that we find in studies."

"You have to pull back and let the system destroy itself, and then come back. That's Seneca's recommendation. He's the one who says that the sage should let the republic destroy itself."

Size, in Taleb's view, matters. Bigger means more complex, means more prone to failure. Or, as he puts it, "fragile". It's what made – still makes – the banking system so vulnerable.

In The Black Swan, one of Taleb's great examples of "non-linearity", or Black Swan behaviour, was blockbusters. There's no predicting what will be the next breakout success, or next year's 50 Shades of Grey, but when they take off, they fly off the charts, as The Black Swan did. The book itself was a Black Swan phenomenon. As Taleb is fond of pointing out – and as the small print beneath advertisements for mutual funds states – past performance is no indicator of future growth.

When the financial journalist Michael Lewis profiled a collection of individuals who, like Taleb, saw the crash coming and shorted the market, he described them as "social misfits". It takes a certain sort of personality to stand apart from the herd. And Taleb's cantankerousness, his propensity for picking fights, and for taking stands does also seem to be the source of his greatest triumphs. It was horrible, though, he says.

"Really horrible. Between 2004 and 2008 were the worst years of my life. Everybody thought I was an idiot. And I knew that. But at the same time I couldn't change my mind to fit in. So you have this dilemma: my behaviour isn't impacted by what people think of me, but I have the pain of it.

You must have felt incredibly vindicated?

"Vindication doesn't pay back. Nobody likes you because you were right. This is why I'm glad I made the shekels."

…Taleb is a fighter. And like the Roman generals, he believes in going into battle, leading from the front.

If you're going to make the case for war, you need to have at least one direct descendant who stands to lose his life from the decision.

….he gives good lunch. And he does something which no interviewee in the history of interviews has ever done – he pays. Whatever else he does or doesn't do, Nassim Taleb puts his money where his mouth is. He has skin in the game.

Deb Nystrom, REVELN's insight:

I discovered this gem recently. Carole Cadwalladr does an excellent job of capturing the essence of the irascible Taleb, with a well written touch of poignancy. I've become a fan of his ideas because of my own beliefs in the power of groups, teams and communities, and because we are due for many more "Black Swan" events due to the fragile nature of connected businesses.

Technology is both a blessing and not. I hope there will be alternative forms of finance that will arise to solve the problems we've experienced since 2008, as well as what will continue to be a jobless recovery. More about that soon. ~ Deb

Harold Jarche features Chee Chin Liew’s presentation on moving from hierarchies to teams at BASF. It shows how IT Services used their technology platforms to enhance networking, knowledge-sharing, and collaboration.

It features an approach to “building flows of information into pertinent, useful and just-in-time knowledge” so that... knowledge can flow in order to foster trust and credibility.

______________________________

In complex environments, weak hierarchies and strong networks are the best organizing principle. ...It means giving up control.

_______________________________

Creating this two-way flow of dialogue, practice, expertise, and interest, can be the foundation of a wirearchy.

In complex environments, weak hierarchies and strong networks are the best organizing principle.

....many companies today have strong networks...coupled with strong central control. Becoming a wirearchy requires new organizational structures that incorporate communities, networks, and cooperative behaviours. It means giving up control. The job of those in leaderships roles is to help the network make better decisions.

Stay in touch with Best of the Best news, taken from Deb's 9 multi-gold award winning curation streams, delivered once a month via email. Preview it here, via REVELN Tools.

Are you local to SE Michigan? Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.

Deb Nystrom, REVELN's insight:

I just featured the called out quote above about complexity (over complicated, bureaucratic), and less hierarchy, more communication via networks in my most recent post about letting go of industrial age thinking via the command and control nature of performance appraisals.

Wirearchy and holacracy (think Zappos) are alternatives that embrace networked learning. One is arguably a set of principles, the latter is an organization design approach that deemphasizes management.

Holacracies, wirearchies and feedback rich cultures are one of the key ways organizations can adapt to disruptive change, or so it is beginning to look. It will take solid leadership to change the nature of control and power in new millenium organizations, with unconventional larger organizations. like Zappos, leading the way. ~ D

"Employees say they get more out of informal learning, but many social learning programs fail to engage. Here’s what you can do to change that."

It’s about setting expectations and enabling success.

Social learning [is] informal learning. ...

These included: job shadowing, peer-to-peer learning, attending cross-departmental meetings and similar self-managed learning opportunities. When surveyed, employees felt that the informal opportunities were just as valuable, if not more, than the formal learning opportunities.

______________

All employees need searchable profiles, collaboration tools like...screen share and file sharing, forums for sharing knowledge and ideally, some level of integration between all of these. ______________

Included:

2. Empower employees to share: Employees are the No. 1 source of knowledge...at any organization. Sett clear expectation that employees should share their knowledge with each other is the first step toward building peer-to-peer learning networks. ...Encourage employees to set up their own training sessions....peer-to-peer or large groups. If employees need to go through human resources or the training department, this can only hold up the process and momentum.

3. Provide the tools: All employees need searchable profiles, collaboration tools like video chat, screen share and file sharing, forums for sharing knowledge and ideally, some level of integration between all of these. [So] many sophisticated organizations still lack some of the most basic collaboration tools.

4. Recognize the effort: Recognize, and even reward, those who participate and contribute.

There is still hesitancy in fully embracing informal peer to peer learning in organizations. The phrase in this piece, "Recognize, and even reward... those who participate" gives a hint of this.

Letting go of the traditional control mechanisms to reconfigure informal learning, and tie it to learning goals and skills areas, like creativity, innovation and cross boundary sharing could be another start to agile learning. ~ D

When General Stanley McChrystal started fighting al Qaeda in 2003, information and secrets were the lifeblood of his operations. But as the unconventional battle waged on, he began to think that the culture of keeping important information classified was misguided and actually counterproductive. In a short but powerful talk McChrystal makes the case for actively sharing knowledge.

"What we found is we had to change.We had to change our culture about information.We had to knock down walls. We had to share.We had to change from who needs to knowto the fact that who doesn't know,and we need to tell, and tell them as quickly as we can.It was a significant culture shift for an organizationthat had secrecy in its DNA."

"What we did waswe changed the idea of information,instead of knowledge is power,to one where sharing is power.It was the fundamental shift,not new tactics, not new weapons,not new anything else."

The State of Digital Education Infographic #elearning #edtech #edtechchat

Related tools & posts by Deb:

Stay in touch with Best of the Best news, taken from Deb's NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here,via REVELN Tools.

Sidestepping four common mistakes can help companies develop stronger and more capable leaders.

1. Overlooking contextA brilliant leader in one situation does not necessarily perform well in another. ....Too many training initiatives we come across rest on the assumption that one size fits all and that the same group of skills or style of leadership is appropriate regardless of strategy, organizational culture, or CEO mandate.

...Focusing on context inevitably means equipping leaders with a small number of competencies (two to three) that will make a significant difference to performance. (Bold mine, DN)

2. Decoupling reflection from real work ...On the one hand, there is value in off-site programs ...offering ...Ftime to step back.... On the other hand...adults typically retain just 10 percent of what they hear in classroom lectures, versus nearly two-thirds when they learn by doing.

...one large international engineering and construction player built a multiyear leadership program that not only accelerated the personal-development paths of 300 midlevel leaders but also ensured that projects were delivered on time and on budget. Each participant chose a separate project... linked to specified changes in individual behavior...

3. Underestimating mind-sets ...too often these organizations are reluctant to address the root causes of why leaders act the way they do.

4. Failing to measure results ....One approach is to assess the extent of behavioral change, perhaps through a 360 degree–feedback exercise at the beginning of a program and followed by another one after 6 to 12 months. .... monitor the business impact, especially when training is tied to breakthrough projects.

Related tools & posts by Deb:

Stay in touch with Best of the Best news, taken from Deb's NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here,via REVELN Tools.

The second article reference would probably cause Nassim Nicholas Taleb to say, of big data, "Of course!" One of his quotes, "The fooled-by-data effect is accelerating. There is a nasty phenomenon called “Big Data” in which researchers have brought cherry-picking to an industrial level."

That said, I'm just back from the Knowledge Management Institute Showcase (next post) where "sensemaking" and combining narrative and social science methods was exactly what we were doing.

My version of it, using "Open Space Technology" as a process technique to FRAME for enrichment, exchange, commitment will be in the next post. ~ D

There's still time to attend this one day Knowledge Management conference in lovely Arlington, Virginia. I'll be presenting in the Change Management track. My LinkedIn profile info is here. Feel free to look at my background or connect with me before the conference. ~ Deb

...the Flipped Learning method has created quite a stir. Here's are some responses to criticisms, using twitter as a source.

_______________

The instructor does not prepare to teach material that the class already understands.

_______________

Dr. Eric Mazur of Harvard University has been researching this type of learning since the early ’90s, and other educators have been applying pieces of the Flipped Learning method for even longer.

[First, it's important to start with a common] definition of what Flipped Learning is [via] Dr. Mazur’s work including:

Students prepare for class by watching video, listening to podcasts, reading articles, or contemplating questions that access their prior knowledge.

...students then are asked to reflect upon what they have learned and organize questions and areas of confusion.

Students then log in to a Facebook-like social tool, where they post their questions.

The instructor sorts through these questions ...organizes them, and develops class material and scenarios that address the various areas of confusion. The instructor does not prepare to teach material that the class already understands.

The instructor uses a Socratic method of teaching, where questions and problems are posed and students work together to answer the questions or solve the problems. The role of the instructor is to listen to conversations and engage with individuals and groups as needed.

_______________

[Techniques include]....how to quiz ...and provide them with immediate feedback...within the same video ...[and] …combines video clips with [how to use] Google Forms to gather feedback...as part of a cycle of inquiry.

_______________

Excerpts from the 5 critiques include:

Implementing the Flipped Learning method makes me, as the teacher, much less important.

This could not be further from the truth! …teachers are more important than ever.

Kids do not want to sit at home watching boring video lectures on the Web. …This is just a lot of excitement over bad pedagogy. We completely agree… …Audio and video should be used in short, five- to 10-minute segments, [with] opportunities for students to interact with the information in these videos in a variety of ways. …For example…Jac De Haan demonstrates …how to quiz students [with YouTube videos] and provide them with immediate feedback and explanation within the same video. Ramsey Musallam …combines video clips with Google Forms to gather feedback from his students. Both of these methods can be used as part of a cycle of inquiry.

Other critiques with replies include:

3) No internet access, 4) accountability questions and 5) having the time and expertise to produce the needed videos to teach in this newer way.

Clarity is often a missing element in adapting and innovating. This useful piece provides both clarity and examples of innovations to deal with status quo resistance to adaptive change in learning. ~ D

This post covers both a clarification of what Flipped Learning really is, as well as how to respond to common complaints about helping it work. It demonstrates response to resistance to change in learning quite nicely, including innovative examples of what works.

Sharing your scoops to your social media accounts is a must to distribute your curated content. Not only will it drive traffic and leads through your content, but it will help show your expertise with your followers.

Integrating your curated content to your website or blog will allow you to increase your website visitors’ engagement, boost SEO and acquire new visitors. By redirecting your social media traffic to your website, Scoop.it will also help you generate more qualified traffic and leads from your curation work.

Distributing your curated content through a newsletter is a great way to nurture and engage your email subscribers will developing your traffic and visibility.
Creating engaging newsletters with your curated content is really easy.